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  • Strategy is a plan that we create to become or stay a Relevant and Performing Organisation (RPO).

  • Strategy development is the development of such a plan.

  • The aim of these standards is to help orgtology practitioners to create and develop a strategy, or to train others to do so according to orgamatics theories and principles.

  • ...

  • Strategy is a plan that we create to become or stay a Relevant and Performing Organisation (RPO).

  • Strategy development is the development of such a plan.

  • The aim of these standards is to help orgtology practitioners to create and develop a strategy, or to train others to do so according to orgamatics theories and principles.

  • The standards shown in green, on the phase value chain below, fall under other topics. We call these “cross-functional standards”.


 

 

Phase:

IOI Standard:

1.            

Define the organisation.

2.            

Understand the reality of the organisation.

3.            

Create strategic intent.

4.            

Define the strategic intervention.

5.            

Develop a strategic document.

6.            

Execute and monitor the strategy.

 

Define the purpose of your organisation.

Strategy Development: Phase 1.1: Standard 1

         (1.1)      Write a statement of purpose in such a way that:

               (1.1.1)      It defines the existence of your organisation;

               (1.1.2)      It is distinct from a statement of intent; and

               (1.1.3)      It is in present state. E.g., “We ensure price and financial stability for the country.” Do not describe a future state, e.g., “To ensure price and financial stability for the country.”

 

Develop a business model for your organisation.

Strategy Development: Phase 1.2: Standard 2

(2.1)       Do research on business models of similar organisations and industries.

(2.2)       Identify the value drivers for the business model. Generic value drivers in orgamatics are process efficiency; strategic effectiveness; meaningful relationships; focused intelligence; and productive resources.

(2.3)       List and describe the core critical success factors (CSF) for your organisation to perform and stay relevant. These are high level CSF’s and as rule of thumb, they must not exceed ten. The CSF’s for performance and relevance must be listed separately.

(2.4)       Describe the business model. The description must give detail on the unique way in which your organisation does its business. Some items to consider when describing a business model are value propositions; target customer segments; distribution channels; customer relationships; value configurations; core capabilities; commercial network; partner network; cost structure; and revenue model.

(2.5)       Depict the “value flow” of your business model. This is a model, value chain, or diagram that shows the interdependence of the organisational activity. The core value drivers must be depicted.

 

Develop organisational values.

Strategy Development: Phase 1.3: Standard 3

Cross-functional standard taken from standards for “Create an organisational culture”.

 

Understand the EOP of of your organisation.

Strategy Development: Phase 2.1: Standard 4

Cross functional standard taken from standards for “Do an EOP analysis”.

 

Extract operational systems, core targets, and top ten risks from the process construct.

Strategy Development: Phase 2.2: Standard 5

(5.1)       Extract the core operational systems of your organisation from its process construct and list it in the strategy document with an explanation.

(5.2)       Extract the core processes of each system from the process construct and list them with their systems in the strategy document. Give an explanation and aim of each system and its processes.

(5.3)       Extract the core operational targets from the process construct and list in the strategy document. This should include the qualification, quantification, measures, evidence, and weighting.

(5.4)       Extract the top ten operational risks from the process construct and list in the strategy document.

 

Assess the strategic position of your organisation.

Strategy Development: Phase 2.3: Standard 6

(6.1)       Use the EOP analysis to understand the risk exposure, opportunities, and process efficiency of your organisation.

(6.2)       Compare your EOP to that of similar organisations in your industry.

(6.3)       Assess your rank/position in your industry. If there is no standard way to assess the rank or position of an organisation in your industry, then create a standard way.

 

Assess the RPO maturity of your organisation.

Strategy Development: Phase 2.4: Standard 7

Cross-functional standard taken from standards for “Assess RPO maturity”.

 

Develop strategic intent through the 5V model.

Strategy Development: Phase 3.1: Standard 8

(8.1)       Create a V1 statement. V1 is a definition for the ultimate dream for the organisation. This is a non-quantifiable idea of the ultimate state of your organisation. It is a dream, and dreams are the business of the entity who dreams them. You can therefore define it in  any way you wish.

(8.2)       Decide what rank or position you want your organisation to have in your industry hierarchy.

(8.3)       Identify the gap between your current rank/position and your desired rank/position. If it is possible to close this gap within your envisioned strategic period, then keep your desired rank as is. If it is not possible, then adjust your desired rank or adjust the strategic period.

(8.4)       Create a V4 statement. V4 is a projection of the position of your organisation at the end of a strategic period. This becomes the vision of the organisation for its strategic period. V4 must be in line with V1 – the ultimate dream of Org. Orgtologist mostly use the position/rank within the industry to formulate a V4 statement. This is not a rule.

(8.5)       Decide on a strategic period. This would be a projection of how long it will take the organisation to move from its current state to its desired V4 state.

(8.6)       Shorten the gap between V1 and V4 by creating V2 and V3 statements. V2 and V3 are statements that show where we want to go over a longer term than our V4 period. The IOI is not specific on what the duration of these periods must be. As rule of thumb, V2 is three strategic periods; V3 is two strategic periods; and V4 is one strategic period. It is preferable that V2 and V3 statements are quantifiable.

(8.7)      Stipulate a V5 statement. V5 is a declaration that all the 5V targets for each of the strategic years will be met at 100%.

(8.8)       Record the 5V statements in such a way that they imply the following strategic periods:

               (8.8.1)      V1 – ultimate dream

               (8.8.2)      V2 – Three strategic periods (long-medium term vision)

               (8.8.3)      V3 - Two strategic periods (medium term vision)

               (8.8.4)      V4 - One strategic period (short-medium term vision)

               (8.8.5)      V5 - One year (short term vision)

 

Define strategic objectives.

Strategy Development: Phase 4.1: Standard 9

(9.1)       Identify which aspects of the EOP analysis you must work with to close the gap between your current and V4 position.

(9.2)       Cluster your research into (between) two to five strategic focus areas. Define these focus areas as strategic objectives.

 

Create 5V Targets.

Strategy Development: Phase 4.2: Standard 10

(10.1)    Turn each strategic objective into a 5V target. 5V targets are different to process output targets in that 5V targets shows an outcome. In other words, we do not measure the efficiency of production or delivery. Instead we measure the effect that the  execution of a strategic objective had. This is a shift in relevance. E.g., if the objective is to get more customers, then the 5V target can be to increase the market share of Org.

(10.2)    Create a baseline quantification for each 5V target. This is a current state that you quantify and not a projected state. If the target is to increase market share, and current market share is 30%, then the baseline is 30%.

(10.3)    Quantify each target for each strategic year within the strategic period. This quantification is based on the baseline quantification. There must be a direct “cause-effect” relationship between the targets and the quantifications. E.g., if the target is to  ncrease market share, then the quantifications for a three-year strategy might be (Year 1) 40%; (Year 2) 50%; and (Year 3) 60%.

(10.4)    Show the following items in each 5V target:

               (10.4.1)    A clear definition of each target;

               (10.4.2)    A baseline quantification for each target; and

               (10.4.3)    A quantification for each target for each strategic year.

 

Create a work breakdown for the programmes and projects that will execute 5V Targets.

Strategy Development: Phase 4.3: Standard 11

(11.1)    Turn each strategic objective into a strategic programme. The objective becomes the aim of the programme.

(11.2)    Decide which projects will emanate within each programme.

(11.3)    Decide on the activity breakdown for the programmes. The breakdown should have the following items:

               (11.3.1)    List of activities, including activities that are projects;

               (11.3.2)    Classification code for each activity (C-Key);

               (11.3.3)    Dependency flow (predecessors to activities);

               (11.3.4)    Estimated duration for each activity (use the critical path or PERT method);

               (11.3.5)    Name of the responsible person to each activity;

               (11.3.6)    Resource weight of each activity (cost of the activity as a percentage of the budget); and

               (11.3.7)    Target date for completion of the activity.

       (11.4)     Obtain project briefs and budgets for all projects within the strategic programme.

       (11.5)     Develop a budget for the entire programme.

       (11.6)     Create a risk register with mitigation and contingency plans for each risk item.

 

Develop a strategy document.

Strategy Development: Phase 5.1: Standard 12

(12.1)    Compile a statement of organisational definition and identity. This statement should include the following items:

               (12.1.1)    A statement of purpose / mission;

               (12.1.2)    A statement of intent / vision;

               (12.1.3)    A statement of organisational values; and

               (12.1.4)    A organisational business model.

(12.2)    Compile a statement of operational efficiency. This statement should include the following items:

               (12.2.1)    A summary of the process construct, its core systems, and their process families;

               (12.2.2)    A list of the systems targets to the process construct; and

               (12.2.3)    A list the top ten process construct risks with their mitigation and contingency plans.

(12.3)    Compile a statement of strategic effectiveness. This statement should include the following items:

               (12.3.1)    A summary of the EOP analysis with its proposed strategic focus areas;

               (12.3.2)    A 5V model;

               (12.3.3)    A list of the strategic objectives, their programme aim, the programme director, and target date;

               (12.3.4)    The 5V targets with their quantifications; and

               (12.3.5)    A list of the top ten strategic programme risks with their mitigation and contingency plans.

(12.4)    Write a section on how the organisation will monitor and execute its strategy.

(12.5)    Insert an executive summary that explains the context and process used to devise this strategy as well as why a specific strategic choice was taken. It should also have a summarised version of what the strategy entails.

(12.6)    Add other sections to the strategy document as needed.

(12.7)    Add the complete EOP analyses as well as all the programme briefs as annexes to the strategy document.

 

Monitor the execution of strategy.

Strategy Development: Phase 6.1: Standard 13

(13.1)    Create a strategic scorecard that will show quantified feedback on the following items:

               (13.1.1)    Budget and resource consumption for each programme and project;

               (13.1.2)    A 5V scorecard that shows how we are fairing at executing the 5V targets;

               (13.1.3)    A strategic programmes scorecard that shows the strategy completion, budget efficiency, and the target date efficiency. In other words, we must be able to see how much of the strategy is done, whether we are spending what we planned to spend, and whether our execution is on time; and

               (13.1.4)    A operational target scorecard that shows how well our process construct is running.

(13.2)    Separate the monitoring of time, cost, and target execution from the execution of activity. One cannot be referee and player at the same time.

(13.3)    Ensure that programme teams meet regularly, that they follow project management method, and that the programme directors are senior people who can give direct feedback to the CEO.

 

Cross-functional Standards:

IOI Standard:

Description:

Field:

Placement:

3

Develop organisational values.

Create an organisational culture.

Phase 1.3

4

Understand the EOP of your organisation.

Do an EOP analysis.

Phase 2.1

7

Assess the RPO maturity of your organisation.

Assess RPO maturity.

Phase 2.4

 

 

  1.   11 May 2019
  2.   IOI Quality Standards

In orgtology, we assume that any employee must do two things, namely ze must perform and at the same time stay relevant. To describe this phenomenon, we use the term: “Relevant and Performing Individual”, or RPI for short.

In this resource centre, we aim to grasp what an RPI through practical workplace research.

All IOI students must complete...

In orgtology, we assume that any employee must do two things, namely ze must perform and at the same time stay relevant. To describe this phenomenon, we use the term: “Relevant and Performing Individual”, or RPI for short.

In this resource centre, we aim to grasp what an RPI through practical workplace research.

All IOI students must complete a research project on the concept of a RPI. This reseach must show that they grasp the concept through the theories and systems of organamics. We publish all research projects here as blog articles.

Below are resources that will help you to gain an introductory understanding of the Relevant and Performing Individual (RPI).

Please click on any of these resource items to open them...

Research Topic:  Author: Date Completed:  Blog Articles:
     

Organamics is one of the two arms of orgtology that studies the dynamics of employees within Org. It has three basic dynamics that we use to grasp and work with a relevant and performing individual (RPI).

Leadership is the one of three organamics dynamics that deals with the relationships that an individual has with authority and power. This...

Organamics is one of the two arms of orgtology that studies the dynamics of employees within Org. It has three basic dynamics that we use to grasp and work with a relevant and performing individual (RPI).

Leadership is the one of three organamics dynamics that deals with the relationships that an individual has with authority and power. This will include the relationship with subordinates, or with superiors, or with an environment.

Examples of areas that we cover here are leadership; management; negotiation skills; influencing skills; strategic thinking; etc.

Below are resources that will help you to gain an introductory understanding of leadership dynamics.

Please click on any of these resource items to open them...

Category: Blog Articles:  YouTube Videos:

Leadership and Management

 

Influence

   

Strategic thinking

   

Organamics is one of the two arms of orgtology that studies the dynamics of employees within Org. It has three basic dynamics that we use to grasp and work with a relevant and performing individual (RPI).

Team dynamics is the second of three organamics dynamics that deals with the relationships that an individual has within a team of which ze...

Organamics is one of the two arms of orgtology that studies the dynamics of employees within Org. It has three basic dynamics that we use to grasp and work with a relevant and performing individual (RPI).

Team dynamics is the second of three organamics dynamics that deals with the relationships that an individual has within a team of which ze is part.

Examples of areas that we cover here are workplace diversity; team motivation; team development; group dynamics; communication skills; interpersonal conflict; dealing with difficult people; etc.

Below are resources that will help you to gain an introductory understanding of team dynamics.

Please click on any of these resource items to open them...

Category: Blog Articles:  YouTube Videos:

Group Dynamics

 

Interpersonal Skills

   

Organamics is one of the two arms of orgtology that studies the dynamics of employees within Org. It has three basic dynamics that we use to grasp and work with a relevant and performing individual (RPI).

Intrapersonal dynamics is one of three organamics dynamics that deals with the relationship that an individual has with hirself.

Examples...

Organamics is one of the two arms of orgtology that studies the dynamics of employees within Org. It has three basic dynamics that we use to grasp and work with a relevant and performing individual (RPI).

Intrapersonal dynamics is one of three organamics dynamics that deals with the relationship that an individual has with hirself.

Examples of areas that we cover here are stress management; depression hardiness; assertiveness; personal goal setting; etc.

Below are resources that will help you to gain an introductory understanding of intrapersonal dynamics.

Please click on any of these resource items to open them...

Category: Blog Articles:  YouTube Videos:

Stress Management

 

Depression Hardiness

   

Assertiveness

   

The Art of Happiness

   

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